图书简介
Scaling Leadership will outline the *skills of the most effective leaders. It will outline the *liabilities for the most ineffective leaders. It will show how Reactive leaders actually cancel themselves out --strengths and liabilities are just less than one-to-one (.9 to 1). In contrast, creative leaders get a multiple on strength with a leadership ratio (Strengths to Liabilities) of 4.5 to one. Leadership at Scale will show that Reactive leaders lead from their technical/creative brilliance, whereas Creative leaders lead people with passion and integrity. Creative leaders are equally technically competent and innovative, but this is not what differentiates great leadership. Leadership is about scaling relationship.
Foreword xiii Acknowledgments xv Introduction xix Chapter 1 Exposed at Scale 1 Leadership at Scale 2 The Development Gap 4 The Spiritual Journey of Leadership 9 Chapter 2 Profiles in Leadership 13 Optimal Leadership Circle Profile 15 Conditions for Scale 21 Bridging the Development Gap 28 Chapter 3 Getting a Street View on Leadership 31 Sample Demographics 33 How Different Are These Groups? 33 So What? 37 Chapter 4 High-Creative Leadership Strengths 39 Strengths of High-Creative Leaders 40 Top 10 Skills for High-Creative Leaders 41 Biggest Strength Gaps 43 What Surprised Us? 44 Contribution of Women Leaders 45 Scaling Leadership 49 Chapter 5 The Strengths of High-Reactive Leaders 53 Top 10 Strengths of High-Reactive Leaders 54 Non-Differentiating Strengths 55 Redefining Leadership 60 Chapter 6 Leader Liabilities 65 How We Interrupt Our Effectiveness 65 Top 10 Liabilities of High-Reactive Leaders 66 Case Example: President Edwardo 69 Leadership Ratio 71 What Is Your Return on Leadership? 73 Relationship-Task Balance 73 Chapter 7 The Canceling Effect 79 The Canceling Effect 80 Does Your Leadership Scale? The Impact of Non- Differentiating Strengths 83 Seven Multiples, Seven Canceling Effects 84 Systemic Canceling Effects 87 Are You Amplifying Your Multiple or Your Canceling Effect? 89 A Matter of Development (The Peter Principle Revisited) 91 Chapter 8 How Leaders Scale Leadership 95 Case in Pont: Jeff Hilzinger 95 Scaling Leadership Beyond Yourself 96 Jeff Hilzinger: A Transformational Leader 111 Chapter 9 Full-Spectrum Leadership 115 The Middle Groups 116 A Pathway of Development 117 A Deeper Dive into the Data 118 So What? Key Conclusions 124 Where Are You? 127 It’s Time for an Upgrade 129 Chapter 10 Reactive Leadership 131 Canceled Gifts and Competing Liabilities 134 Heart-Centered Leaders 135 Will-Centered Leaders 140 Head-Centered Leadership 144 The Universal Model Maps Core Patterns 149 Chapter 11 Transforming Reactive into Creative Leadership 153 Shift from Reactive to Creative in Three Movements 155 Three Movements, One Symphony 161 Complementary Competencies 163 Developing Conscious Leadership 166 Chapter 12 Practices That Transform Leadership 169 How to Change 171 Establish Generative Tension 173 Tell the Truth About What We Want 173 Discerning Purpose 174 Distill Vision 175 Outcomes and Behavior 176 Telling the Truth About Current Reality 178 Be Intentional 182 Stop, Challenge, Choose 182 Practice 184 Intuition 184 Reflection 185 Feedback 187 Truth Telling 188 Lead the Change 189 Chapter 13 Integral Leadership Informed by Grace 193 Appendix A Leadership Circle Profile Summary Dimensions 201 Appendix B Leadership Effectiveness and Business Performance 207 Appendix C Research Methodology 211 Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211 Description of Qualitative Analysis of Comment Feedback 213 Appendix D Definitions of Thematic Strengths and Liabilities 215 Appendix E Theorists Integrated into the Leadership Circle Universal Model of Leadership 221 About the Authors 226 Notes 228 References 235 Index 243
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